1. Composite Nanocoatings
Eric Loth
Principal Investigator
Team 21
Adam Steele
Entrepreneurial Lead
Bob Hergenrother
I-Corps Mentor
Nanocomposite Coatings for Medical
Devices with more lubricity for less money
Joram Slager
# of new customer/contact Mentor & Coating Expert
Total
meetings
102
25

2. Composite Nanocoatings
The framework we suggest is:
• Slide 1 – Team Name, with a few lines of what your initial idea was and the size of the opportunity
• Slide 2 – Team members – name, background, expertise and your role for the team
• Slide 3 - Business Model Canvas Version 1. Here was our original idea.
• Slide 4 - So here’s what we did (explain how you got out of the building)
• Slide 5 – So here’s what we found (what was reality) so then, …
• Slide 6 - Business Model Canvas Version 2. We iterated or pivoted… explain why and what you found.
• Slide 7 - So here’s what we did (explain how you got out of the building)
• Slide 8 – So here’s what we found (what was reality) so then…
• Slide 9 – Business Model Canvas Version 3. We iterated or pivoted… explain why and what you found.
• Slide 10 – etc etc etc...
• Somewhere in your slide deck, you need to touch on the following..
• Market Size diagram
• Customer Archetypes diagram - fig 4.3, all the key things about the customer
• Customer Workflow diagram
• Distribution Channel Diagram
• Competitive Players
• Revenue Model diagram

3. Composite Nanocoatings
Customer Discovery
Rolls Royce :: icing turbine blades
Anti-icing
AREVA :: icing wind turbine blades
Gates :: fluid power lines
Less ΔP Nitta :: fluid transfer tubes
Boeing :: insect fouling
Fouling
Navy :: salt water bio-fouling
Lightsail :: preventing liquid films on heat transfer elements
Starkey :: hearing aid wax buildup
SIPS :: moisture on structurally integrated panels
Sauer-Danfoss :: fluid pumps
Lubricity
Surmodics :: lubricious medical devices

4. Composite Nanocoatings
Customer Discovery
✘
Rolls Royce :: icing turbine blades
Anti-icing
✘
AREVA :: icing wind turbine blades
✘
Gates :: fluid power lines
Less ΔP
✘
Nitta :: fluid transfer tubes
✘
Boeing :: insect fouling
Fouling
✘
Navy :: salt water bio-fouling
✘
Lightsail :: preventing liquid films on heat transfer elements
✘✘
Starkey :: hearing aid wax buildup
SIPS :: moisture on structurally integrated panels
Lubricity ✘
Sauer-Danfoss :: fluid pumps
Surmodics :: lubricious medical devices

5. Day Mont
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Surmodics
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
Consolidate the
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Added dry lubricity to
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
Collaborative
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
Medical catheter
Who are our most important customers?
university IP and inner lumen of relationship companies
How costly are they?
UVA Medical Center determine strength catheters for easy
device deployment Possible training for Medical stent
UVA Patent Solidify know-how coating application companies
Foundation of applying coating Added wet lubricity to
outer surface of Laparoscopic
catheters for smooth device
introduction companies
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Coating engineers
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Improved Conferences and
want to be reached?
How are we reaching them now?
How are our Channels integrated? Satellite
expos
Which ones work best?
hemocompatibility for
Which ones are most cost-efficient?
How are we integrating them with customer routines? companies
PI with university extended duration of
tech transfer depts. devices Professional Artistic effects
network
Simplified university Exterior paint
license companies
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive? A licensing model based on a combination of IP and
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
know-how
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
Additional materials and coating equipment sale
Licensing fees from IP consolidation
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

6. Day Mont
No.
✘
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Surmodics
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
Consolidate the
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Added dry lubricity to
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
Collaborative
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
Medical catheter
Who are our most important customers?
university IP and inner lumen of relationship companies
How costly are they?
UVA Medical Center determine strength catheters for easy
device deployment Possible training for Medical stent
✘
UVA Patent Solidify know-how coating application companies
Foundation of applying coating Added wet lubricity to
outer surface of
Learned we don’t Laparoscopic
catheters for smooth need super device
introduction performance companies
✘
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Coating engineers
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Improved Conferences and
want to be reached?
How are we reaching them now?
How are our Channels integrated?
expos
Which ones work best?
hemocompatibility for
Which ones are most cost-efficient?
How are we integrating them with customer routines?
PI with university extended duration of
✘
tech transfer depts. devices Professional
network
Simplified university
license
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive? A licensing model based on a combination of IP and
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
know-how
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
Additional materials and coating equipment sale
Licensing fees from IP consolidation
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

7. Day Mont
No.
Need to focus due
✘
to varying needs
Who are our Key Partners? Consolidate univ. IP &
What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer
Medicalvalue?
Who are our most important catheter
For whom are we creating
Surmodics
Who are our key suppliers? Our Distribution Channels?
Teflon liners are
Which one of our customer’s problems are we helping to solve?
Collaborative
Segments expect us to establish and maintain with them? customers?
determine strength -
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying?
expensive and
How are they integrated with the rest of our business model?
companies
relationship
How costly are they?
no license deal monopolized. We have a
UVA Medical Center
possible without better alternative: Endoscopic
Possible training for
crystal clear IP inexpensive, easier-to- catheter
UVA Patent coating application
use, same-or-better companies
Foundation
Solidify know-how of performance
applying coating Pacemaker-lead
Endoscopic catheters catheter
cause pain for patients
companies
What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments
Coating engineers
Our Distribution Channels? Customer Relationships?
Revenue Streams?
doctor to lubricate; we Conferences and
want to be reached?
How are we reaching them now?
How are our Channels integrated?
expos
Which ones work best?
Non-stick
can simplify the Which ones are most cost-efficient?
How are we integrating them with customer routines?
PI with university procedure. cookware
companies
✘
tech transfer depts. Professional
No license deal possible network
without crystal clean IP... Medical stent &
Not a value prop Composite Nanocoatings laparoscopic
will provide licensable IP device companies
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive? A licensing model based on a combination of IP and
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
know-how
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
Additional materials and coating equipment sale
Licensing fees from IP consolidation
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

8. Day Mont
No.
Who are our Key Partners? Consolidate univ. IP &
What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer
Endoscopic
For whom are we creating value?
✘
Surmodics
Who are our key suppliers? Our Distribution Channels?
Teflon liners are
Which one of our customer’s problems are we helping to solve?
Collaborative
Segments expect us to establish and maintain with them? Who are our most important customers?
determine strength -
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying?
expensive and
How are they integrated with the rest of our business model?
catheter
relationship
How costly are they?
no license deal monopolized. We have a companies
UVA Medical Center
possible without better alternative: Possible training for
crystal clear IP inexpensive, easier-to- Pacemaker-lead
UVA Patent coating application
use, same-or-better catheter
Foundation
Solidify know-how of performance companies
applying coating
✘ ✘
Endoscopic catheters
cause pain for patients
What Key Resources do our Value Propositions require? and require an extra Through which Channels do our Customer Segments
Coating engineers
Our Distribution Channels? Customer Relationships?
Revenue Streams?
doctor to lubricate; we Conferences and
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Expos
Which ones work best?
can simplify the Which ones are most cost-efficient?
How are we integrating them with customer routines?
PI with university procedure.
tech transfer depts. Professional
network Not channels
Not value props
What are the most important costs inherent in our business model?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive?
✘ For what value are our customers really willing to pay?
A licensing model based on a combination of IP and
For what do they currently pay?
How are they currently paying?
✘
How would they prefer to pay?
know-how
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
Additional materials and coating equipment sale
Licensing fees from IP consolidation
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

9. Day Mont
No.
Who are our Key Partners? Consolidate univ. IP &
What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer
Medicalvalue?
Who are our most important catheter
For whom are we creating
Surmodics
Who are our key suppliers? Our Distribution Channels?
A Composite
Which one of our customer’s problems are we helping to solve?
Collaborative
Segments expect us to establish and maintain with them? customers?
determine strength -
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying?
Nanocoating is a cheaper
How are they integrated with the rest of our business model?
companies using
relationship
How costly are they?
no license deal and easier-to-use Teflon inner liners
UVA Medical Center
✘
possible without alternative to Teflon Possible training for
crystal clear IP catheter liners GI endoscopic
UVA Patent coating application
catheter
Foundation
✘
Solidify know-how of A Composite Learned not a big companies
applying coating Nanocoating reduces
cost and improves
enough problem
Pacemaker-lead
patient comfort in GI
catheter
What Key Resources do our Value Propositions require? endoscopic procedures Licensenow?Customer Segments
Through which Channels do our
to coating
Coating engineers
Our Distribution Channels? Customer Relationships? want to be reached?
companies
using catheters
Revenue Streams? How are we reaching them
companies and
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
device companies
How are we integrating them with customer routines?
PI with university A Composite Implant
tech transfer depts. directly companies lead
Nanocoating can make
implant lead extraction extraction
much less dangerous Direct sales: materials
& equipment
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive? Materials and coating equipment sales for immediate
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
revenue during build-test stage
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
A licensing model based on a combination of IP and
Licensing fees from IP consolidation know-how for sustainable revenue
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

10. Day Mont
No.
Surmodics
✘ ✘
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
UVA Medical Center
Consolidate univ. IP &
What Key Activities do our Value Propositions require?
Our Distribution Channels?
determine strength -
Customer Relationships?
Revenue streams?
no license deal
possible without
What value do we deliver to the customer?
A Composite
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
Nanocoating is a cheaper
and easier-to-use
alternative to Teflon
What type of relationship does each of our Customer
Collaborative
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
relationship
How costly are they?
Medicalvalue?
Who are our most important catheter
For whom are we creating
companies using
Teflon inner liners
customers?
✘
Possible training for
crystal clear IP catheter liners Pacemaker-lead
UVA Patent coating application
catheter
Foundation
Build prototype! A Composite Nanocoating companies
can make implant lead
Should be long- extraction much less Medical implant
term activities dangerous companies
What Key Resources do our Value Propositions require?
Coating engineers
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Licensenow?Customer Segments
Through which Channels do our
want to be reached?
How are we reaching them
to coating
companies and
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
device companies
How are we integrating them with customer routines?
PI with university
tech transfer depts. directly
Biomed labs at Direct sales: materials
Surmodics & equipment
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Most important current cost is time and salary
Which Key Resources are most expensive?
Which Key Activities are most expensive? Materials and coating equipment sales for immediate
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
revenue during build-test stage
How much does each Revenue Stream contribute to overall revenues?
R&D to obtain know-how
A licensing model based on a combination of IP and
Licensing fees from IP consolidation know-how for sustainable revenue
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.